The paper 'Managing People Performance at the British Overseas Airways Corporation" is a good example of a management case study. British Airways (BA) was formed in 1974. British Overseas Airways Corporation was merged with British European Airways Corporation to form the British Airways Board. The company is based at Heathrow Airport in London. The strategic direction of the company is to be the leading Airline in the world with operations in all major cities. BA is UK’ s largest airline based on international flights, international destinations and fleet size. It is second to easy jet in terms of the number of passengers it carries (Hawkins 2009, 84). PROMOTING PERFORMANCE MANAGEMENT To promote performance management in BA there needs to be a framework integrating individual and business planning in the organization.
Performance objectives should be clarified and linked with the business plans of the organization. The performance of individuals and teams should be appraised periodically against goal achievement. Feedback from the appraisal should be given regularly. Performing employees should be rewarded with things like salary progression and performance pay. Teams and individuals will be allowed to develop themselves and build capacities.
Poorly performing employees should be counseled. A link should be established between capability development and business and organizational planning. The contributions and performance of teams, individuals and the organization should be evaluated (Dresner 2007, 18). DEVELOPMENT OF WORK PLANS In developing work plans that go with operational plans it is important to consider the problems faced by the organization for example for BA high fuel prices and industrial unrests could be enlisted. The attainable goals and objectives of the company which are the outputs should be included.
Next are the resources available to the company and the constraints the company is facing. Next is information about the key strategies and the actions that need to be taken to achieve the objectives. The budget and the schedule will also be included. The timeline should also be included with the team members and their responsibilities being mentioned. The starting dates end dates on which particular events and goals are scheduled for. In the work plan, the methods of measurement should also be included. Quantifiable ways of determining project success must be discussed (Fina 2007, 135). WORK ALLOCATION In work allocation, I would definitely consider the operational requirements in the work area.
To add to this I would consider the working hours, rest pauses, the span of hours, overtime, meal breaks, leave and time off arrangements. I would put in place the necessary systems for managing the hours of work. When allocating duties to the workers it is necessary to select what can be allocated to different workers depending on their record of performance and the skills they have to accomplish the available tasks.
It is important to discuss with the relevant employees before work is allocated to them. Through the discussion, the workers should be made to understand the expectations pegged on the results of the work (Hawkins 2009, 114). Employees should be asked to summarize the tasks in their own words to prove that they understand their assignments. A goal should be proposed to accompany the process of duty allocation. After allocating work I would then stay involved and keep checking to see that things are working smoothly. Another important thing is to allow the workers to assume full responsibility for their assignments (Liff 2007, 81).